KNOWLEDGE MANAGEMENT IMPLEMENTATION TO ACCELERATE THE EXECUTION OF WORK PROGRAMS AS THE ORGANIZATIONAL STRATEGIC PLANNING AT HCS GROUP PT. BANK X

• Main Author: Islam Wijaya, Nurul
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/45786
• Institution: Institut Teknologi Bandung

PT. Bank X is one of the largest banks in Indonesia, which is now aware of the threat from the Volatile, Uncertainty, Complex, and Ambiguous (VUCA) phenomena that affect the company's performance. Then the company formulates a strategy through digitalization. One of the groups from the directorate is the Human Capital Services Group (HCS Group), which has made a strategy to digitize work processes in the form of three work programs in 2019 which are included in this digitalization: updating career websites, gamification in online selection, and assessment of talent acquisition. However, HCS Group has several problems with employees and the work environment which ultimately results in delays in implementing work programs. Problems that arise related to Knowledge Management (KM), then the solution uses the framework of knowledge analysis and strategy of the company. To achieve organizational goals, KM Goals were formulated to support the achievement process. Data analysis conducted in the study used primary data obtained from observations, interviews, and discussions, and secondary data obtained from document reviews. After that, the root cause analysis is carried out using a 5 whys approach which is useful to find out the root of the problem through an in-depth explanation. The problem was found to be in the form of a lack of post-project monitoring and evaluation, lack of management in talent acquisition data activities, and lack of knowledge to carry out gamification projects. As a solution to the root cause, a KM implementation strategy is formulated and integrated with the needs of the organization's goals. This solution starts with an analysis of capability gaps and knowledge gaps, especially for related work programs. Then the recommendation is for the KM strategy and KM initiatives to be formulated to align with the objectives of the strategy for resolving capacity gaps and knowledge gaps. Afterward, the effectiveness of the KM strategy and the KM initiative are measured to achieve organizational goals using the KM Scorecard framework. Based on the results of the planning made in the implementation plan, the implementation of the KM initiative took five months with several activities, then continued continuously for the implementation of the KM initiative which was made as a process in daily activities. The innovative implementation of the KM also requires several resources such as the KM implementation team, the KM implementation supervisor, the estimated costs and the planned costs, and the plan for facilities.